The Progression Of Social Development

In a complex adaptive system such as healthcare, the concept theory is grounded in research of complexity science, as it applies

Bass, B. & Avolio, B. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112–121.

Many human development specialists have examined memory loss of adults later in life. During the past fifty years, there have been many studies in children’s cognitive development and earlier childhood memory loss. Ernest G. Schachtel conducted studies on why people forget childhood memories as they grow older. He described the processes that could be involved in early memory loss (Crain, 2005). He was influenced by Sigmund Freud’s cognitive theory (Crain, 2005). Lev S. Vygotsky, however, described children’s early memory development as a holistic process that involved society, physiological, cultural, and economical environments. (Vygotsky,

At three months of age, infants will spend their time watching what is going on around them. They will show their first real smile, perhaps accompanying it with some gurgling in an attempt to start interacting with others, especially parents/guardians.

Leadership is critical when executing a strategic change initiative. By differentiating leadership and management, leadership styles and the key factors of change we can better understand what should be done to successfully lead change. Success is not obtained through leadership alone but by developing a group of individuals from all levels of the organization who work together as a team. . (Leban and Stone, 2007)

When reading Chapter 9 in the Social Development by Ross D. Parke and Alison Clarke-Stewart we got to learn about Schools and media: children in an electronic age. Before reading this chapter when it comes to school it’s like the yard for socialization. In the book it sated that school has an informal agenda of socialization children y teaching them the rules, norms, and values they need to make their way in society and helping them develop the skills to interact successfully with their peers. But when the school talks about children who attend single gender school I wanted to know if they would have any effects on their socialization. In the book they stated that children who attends a single gender school do better academically and perhaps

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

When reading Chapter 7 in the Social Development by Ross D. Parke and Alison Clarke-Stewart we got to learn about Families and their early and enduring influences. Before reading this chapter about families I started thinking about what I learned from the Family theories class about family and how they are structured. What I remembered from the class is that families are social unites in which the mother and father and their children share economic, social, and emotional rights and responsibilities. The Children look up to their parents for guidance to help them learn the skills and rules needed to function in today’s society. In the book they stated that family is a complex system involving interdependent members and subsystem who’s functioning

Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.

One strength good leaders bring is to switch their leadership styles depending on the situation (Darling & Heller, 2012). This is like situational leadership and it is important in organizational change as well. Situational Leadership is a model designed by Dr. Paul Hershey in the 1960s which focuses on how managers can develop competencies to diagnose, adapt, communicate, and advance the situation they are in (The Center for Leadership Studies, n.d.). Hershey stresses the importance of relationship of the approach of the leader and the readiness of the followers for a specific task (The Center for Leadership Studies, n.d.). This is the same as a change manager. Although dominant forces are often the initial go-to for change managers, good change managers must assess the situation and apply the needed ideal change manager to the situation. Because of this, regardless of the dominant change manager, it behooves an effective organizational leader to understand the different images of change and how they can influence a change’s successful

As defined by Katzenbach (1995), change leadership is “the process whereby individuals who lead initiatives that influence dozens to hundreds of others to perform differently—and better—by applying multiple leadership and change approaches.” Leadership alone is defined as setting a direction and developing the strategies necessary to move in that direction – that is, creating and achieving a vision – leadership is thus a process to do with change (Kotter 1999). Change leadership is critically important to the continuing success of organizations everywhere. Tennant Company understands and invests in change leadership by employing a Sr. Organization Development Manager named Annelise Larson, M.B.A. whose efforts includes setting direction, developing strategies, and leading initiatives through organizational change efforts. An interview was conducted with Annelise Larson to discuss and learn about her change leadership abilities. For the purposes of this paper, the interview questions will be shared, a summary will be provided, and five recommendations are made for Annelise Larson as a change leader.

In order to move forward and keep ahead, I believe an organization need change leaders who have capabilities to have their workforce go from change avoidance to change acceptance. “One of the most significant strengths of an effective leader is the ability to create a positive work climate where people are energized to do their best work, free of unnecessary distractions” (Cronkite, n.d.). During this part of the change process I feel the change leader would have better success if he would be tactful and harness the skills of others by working in a collaborative rather than hierarchical way. Leadership in an organization involves instilling motivation and enthusiasm in the employees. An effective leader knows how to manage and tackle difficult situations and people. Many reasons can cause a force of change in organizations but I feel it’s up to change leaders to manage these planned and unexpected changes. (Word count: 548)

21st-century organizations are different, and the pace of change is even faster. This has given rise to new ideas about where leaders need to put their energies. Perhaps this means less vision and more connectivity (Esther and Mike 2004). Today, organizations are in a continuous process of transformation. Change became the norm of organizations not an exception. If organization is traveling on the rout of success then its possible destinations are change management, adoption of new technologies and phenomenon (Joachim and Ralf 2008).

When a person has been a part of a large corporation long enough, they are sure to see programs of the moment come and go. They well intentioned and are aimed at meeting the immediate needs facing the organization. However, much like the history of humanity, the programs are slight modifications of those that came before. As a new leader in a company, their role is to make an impact and improve the current state of the business. What is not obvious to these newcomers is the rich and sometimes flawed history that preceded their arrival. These new leaders are unable to reach directly into the historical archives of the organization and realize that the path chosen to fix the current obstacle was attempted previously, perhaps with great success or dramatic challenges. Organizations have a long memory with a tendency of holding onto the negative experiences the strongest. How do these well-intentioned leaders overcome the challenges of a culture where people are tired of repeating the past? According to Kotter “the methods used in successful transformations are all based on one fundamental insight: that major change will not happen easily for a long list of reasons” (Kotter, 1996, p. 20). There must be a clear path that the leader needs to follow in order to shake up the culture, opening people up for the changes. Enabling them not to just stick when they are being watched, but creating value where, if they went missing, the company would desire to have them back. This is where

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.